Manager

Only available on StudyMode
  • Download(s) : 21
  • Published : January 12, 2013
Open Document
Text Preview
Organizational structures in multinational corporations from the perspective of global communication networks Postmodern literature analysis and case study

Lizentiatsarbeit eingereicht der Rechts- und Wirtschaftswissenschaftlichen Fakultät der Universität Bern Betreuender Professor: Prof. Dr. Norbert Thom Betreuender Assistent: Andreas P. Wenger, lic. rer. pol. Institut für Organisation und Personal Engehaldenstr. 4 CH-3012 Bern

von: Anne-Marie Scheidegger aus Wyssachen (BE) Matr.-Nr.: 91–104–638 Kl. Muristalden 3 CH-3006 Bern

Bern, 20. Mai 1997 (korrigierte Version)

Table of contents

i

Table of contents
Table of figures Table of abbreviations 1 Introduction 1.1 Thesis 1.2 Definitions 1.2.1 Organizational structure 1.2.2 Multinational corporation 1.2.3 Global communication networks 1.3 Related literature 1.4 Methodology and outline 2 Postmodernism 2.1 An overview 2.1.1 Contrasting modernism and postmodernism 2.1.2 Positive and negative evaluations of postmodernism 2.1.3 Foundations of postmodernism 2.2 Postmodernism as an era 2.2.1 Postmodern society 2.2.1.1 Baudrillard's concept of simulacra 2.2.1.2 Videotexts, cyberspace, etc. 2.2.2 Postmodern corporations 2.2.2.1 Generalization instead of specialization 2.2.2.2 Empowerment instead of bureaucracy 2.2.2.3 Flexible structures instead of rigid hierarchies 2.2.2.4 Constant training 2.2.2.5 Collectivism instead of individualism 2.2.2.6 Leadership based on trust 2.3 Postmodernism as an epistemology 2.3.1 Ontology and epistemology 2.3.1.1 Lyotard and the meta-narrative 2.3.1.2 Derrida and the concept of différance 2.3.1.3 A postmodern communication model 2.3.2 Purpose of postmodern organization theory 2.3.3 Methodology 2.4 Conclusion iii iv 1 1 3 3 3 4 5 6 7 7 7 9 9 11 11 12 12 13 14 14 15 16 16 17 18 18 19 20 21 21 22 25

Table of contents

ii

3 Organizational structures 3.1 Terminology 3.1.1 Organization 3.1.2 Organizational structure 3.1.3 Structure versus process 3.2 Market – network – hierarchy 3.3 Organizational structures in general 3.3.1 Traditional, hierarchy-based organizational structures 3.3.2 Novel, non-hierarchy-based organizational structures 3.3.2.1 Team-based organization 3.3.2.2 Lattice organization 3.3.2.3 Network, adhocracy, and heterarchy 3.4 Organizational structures of MNC 3.4.1 Bartlett and Ghoshal's transnational corporation 3.4.2 MNC as heterarchies 3.5 Postmodern evaluation 3.5.1 Traditional metaphors 3.5.2 Postmodern metaphors 3.5.2.1 Tamara and organization as multiple stories 3.5.2.2 Organization as polyphonic dialogue 3.5.2.3 Organization as dialectic of talk and text 3.5.3 Implications of the discourse metaphor 4 Case study 4.1 Methodology 4.2 Background information 4.2.1 Dr Urs Kohli 4.2.2 The corporate portrait of Roche 4.3 Organizational structures and communication networks at Roche 4.3.1 Starting points 4.3.2 Emergence of networks and process thinking 4.3.3 Organization as a network 5 Conclusion Appendix References

27 27 27 28 28 30 33 33 37 37 38 39 42 43 45 47 47 48 48 49 50 51 52 52 53 53 53 55 55 57 59 62 64 66

Table of figures

iii

Table of figures
Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8: Figure 9: Figure 10: Modernism versus postmodernism Change in today's business environment Dimensions of the term 'organization' Characteristics of market, network, and hierarchy Market and hierarchy elements of the network Network structures on the market–network–hierarchy continuum Departmentalization criteria Relationships between departments Multinational, global, international, and transnational corporations Ethnocentric, polycentric, geocentric, and heterarchical corporations 8 25 27 31 32 32 34 35 43 45

Table of abbreviations

iv

Table of abbreviations
CEO IT MNC R&D chief executive officer information technology multinational corporation(s) research and development

Introduction

1

1 Introduction
When multinational corporations invested into...
tracking img